Final Reports

Division of Academic Affairs

Goal 1 - Ensure High-Quality Learning Experiences for All Students.

Objective 1.1

Refine the College's department/unit review process to ensure
systematic and consistent emphasis on program improvement. (Vice President for
Academic Affairs).

Result: This process was completed and implemented by the spring of
2006. A regular cycle of program reviews has been established and will continue
with any recommended improvements to be accommodated by new software,
standardized for the three public institutions of higher education (two packages
are under consideration for adoption in 2007-2008).

Objective 1.2

Establish or further develop a clear set of intended student outcomes for
every curricular area including general education, majors, and minors, and
implement a systematic, college-wide student outcomes assessment program. (Vice President for Academic Affairs)

Result:Outcomes continue to be developed and refined for all
undergraduate majors. Outcomes for general education were reviewed; these will
be retained through 2007-2008. It was decided to not develop outcomes statements
for academic minors. Assessment data collection is under way in every academic
department. Some departments have made program modifications/improvements on the
basis of the assessment process.

Objective 1.4

Continue library enhancements and transformations to support its role as a
central and critical core of the student learning experience. (Vice President
for Academic Affairs, and Vice President for Administration and Finance)

Result:Continued physical improvements (e.g., new paint and carpeting,
and remodeled rest rooms) have been made since 2004, however several physical
plant challenges remain. The library's personnel developed and began
implementation of a long-range plan, which continues to serve as a template for
library improvements.

Objective 1.5

Expand and emphasize internships and off-campus learning experiences in
academic majors. (Vice President for Academic Affairs)

Result: The Plan 150 Task Force on Internships and Experiential Learning recognized
that most departments were already offering ample opportunities to students. An
inventory of available internships was conducted. Results demonstrated that a
large percentage of students complete internships as part of their degree
programs, the preponderance being concentrated in the professional fields of
nursing, teacher education, and social work. The Task Force worked through the
2005-06 academic year and praised the range of available experiential learning
options on campus. The principal recommendation was to strengthen internship
options offered by the Career Development Center for those students in majors
where internships are unavailable (students in the School of Management were
deemed the largest potential beneficiaries of such an expansion). The Task Force
did not recommend that there be greater centralization of
internship/experiential learning coordination, due to the very specific nature
of internships within each discipline.

Objective 1.6

Strengthen and support faculty and professional staff development that
encourages the College's commitment to excellence in teaching and student
achievement. (Vice President for Academic Affairs)

Result: This activity has been substantially completed. The
orientation program for new faculty is comprehensive and year-long. New faculty
are exposed to multiple aspects of the College's academic and support systems,
ranging from academic advising and student services, to tenure/promotion and
program assessment. New faculty members are encouraged to participate in
departmental, school, and College-wise activities. Participation by new faculty
in the 2006-07 Convocation of Scholars is encouraging. Professional staff in
most offices participate in professional development opportunities, especially
relating to PeopleSoft applications. Faculty are encouraged to participate (and
do so in significant numbers) in winter break workshops on curricular and
pedagogical issues. Each year, 4-5 faculty members write articles for the
College's e-journal, "Issues in Teaching and Learning" (whose fifth volume will
be published in June 2007).

Objective 1.7

Where they exist, use standards of nationally recognized accreditation
organizations to guide qualitative expectations for academic programs. (Vice
President for Academic Affairs)

Result: Audits in the School of Management showed general satisfaction of
accreditation standards of the AACSB; in 2006-07 the College submitted an
application to begin the AACSB accreditation process. Also in 2006-07, an
accreditation application was submitted and a site visit received in the process
of re-accrediting the music program within the Department of Music, Theatre, and
Dance. Other professional programs, especially in Nursing and Social Work,
continue to fare well in their accreditation cycles. Recognized standards are
routinely applied in internal program reviews, especially in the Feinstein
School of Education and Human Development. The School is currently gearing up to
address deficiencies in graduate programs (which failed 2 NCATE standards in the
last accreditation round) and the RIDE evaluative process which commences in the
fall of 2007.

Objective 1.8

Identify academic characteristics of the College that are considered to be
distinctive in order to ensure their sufficiency of support, continuing
qualitative improvement, and public visibility. (Vice President for Academic
Affairs)

Result: The Plan 150 Task Force on Academic Distinctiveness was convened and worked
through the 2005-06 academic year. The work of that task force, and the
complementary work of the College Committee on Mission and Goals, resulted in
four broad areas of academic emphasis being incorporated into the College's new
mission statement—education, fine and performing arts, nursing, and social work.
An assessment of staffing needs in one of the distinctive programs, nursing, led
to the filling of four additional positions in the new School of Nursing
(commencing 2007-08). There is considerable cooperation between the Academic
Affairs and Development and College Relations divisions (especially with News
and PR) on the identification and promotion in print and electronic media of
distinctive programs and their various activities.

Objective 1.9

Respond to changing demands in emerging academic, intellectual, and
professional fields such as biotechnology, science-based allied health,
technology-assisted human wellness, and environmental concerns. (Vice President
for Academic Affairs)

Result: A task force on emerging academic, intellectual, and professional fields
was established and worked through the 2005-06 academic year. Its report made
suggestions for program development. However, a resource constrained environment
limits the institution's opportunities for allocating significant resource
commitments to new academic disciplines. Emerging professional fields are being
targeted more through undergraduate and graduate certificate programs.

Objective 1.10

Consider the reorganization of the Nursing Department into a School of
Nursing; ensure continued excellence in professional preparation and increase
extramural support for nursing education. (Vice President for Academic
Affairs)

Result: The School of Nursing has been established and an academic dean
has been appointed. Nursing students continue to perform well on national
competency tests and the state's licensure examinations.

Goal 2 - Underscore the Value of Research and Public Service, Particularly
Emphasizing Activities that Contribute to the Improvement of the State's
Economic Base and/or to the Improvement of Rhode Island's Quality of Life
Indicators.

Objective 2.1

Increase the engagement of students in faculty-mentored research. (Vice
President for Academic Affairs)

Result: The College has joined CUR and we have several faculty who are participating
in CUR-related programs. In addition the Office of Research and Grants
Administration uses CUR programs and announcements to expand activity in faculty
mentored student research. The student honors research forum continues to be a
highlighted event in the annual Convocation of Scholars. The 2006-07 event was
rich in mentored student scholarship and well attended by students and
faculty.

Objective 2.3

Identify mechanisms and systems for recognizing and supporting faculty
scholarship, creative endeavors, and public service. (Vice President for
Academic Affairs)

Result: Since May 2005 when the College initiated its first
recognition of faculty research and creativity achievements, lessons have been
learned and the process has been refined. In 2006-07, the day-long conference of
faculty research and creativity presentations during the Convocation of Scholars
drew strong evidence of high quality faculty productivity. Despite fiscal
pressures, the College has sustained contractual and additional discretionary
commitments to support faculty research and creativity, and has continued to
support sabbaticals. The annual Mary Tucker Thorp Award provides recognition and
significant off-load to a full professor who is recommended to the President by
a special committee for sustained excellence in scholarship, creativity,
teaching and/or service. The individual schools provide additional recognition
for scholarly endeavors by offering their own faculty awards.

Objective 2.3

Expand funded applied research and public service activities/programs offered
by the College's schools/faculties and existing research/service centers. (Vice
President for Academic Affairs)

Result: The expansion of extramural funding, especially through grants and
contracts, has been strongly supported by the Academic Affairs division, and has
been enhanced during the Plan 150 timeline by revisions to the policy on
distribution of revenue derived from recovery of indirect costs. In the past
three years, the College has significantly increased its extramural funding for
projects that run through the Office of Research and Grants Administration
(ORCA). The interim director and grants specialist at ORCA have taken pro-active
roles in promoting funded research, circulating funding opportunity
announcements among faculty, collaborating on the writing of proposals and
budgets, monitoring grant budgets, and bringing to campus guest lecturers and
panelists with expertise in expanding funded research at higher education
institutions.

The affiliates of the Center for Public Policy continue to grow in number and
quality. Since the initiation of Plan 150, the Center has seen the
revitalization of the Case Management Institute, the creation of three new
affiliates: the Feinstein Institute for Philanthropic Leadership, the Institute
for Portuguese and Lusophone World Studies, and the Adult Education Professional
Development Center. The Policy Center, which was recently re-named the David E.
Sweet Center for Public Policy (after the allocation of endowed funds from the
Sweet family), is a prime example of the cross-fertilization of ideas and
resources in the divisions of Academic Affairs and Development and College
Relations, both in project development and strengthening funding
sources/mechanisms. Currently, discussions are taking place between the College
and potential sponsors for the establishment of an Institute for Alcohol and
Addiction Recovery Scholarship. The activities of the Sherlock Center on
Disabilities and the Poverty Institute continue to be financially robust,
socially relevant, and influential in the shaping of state-level policy. The
College's Outreach Programs continue to grow and to serve increasingly diverse,
at-risk current and aspiring participants in the labor market.

Objective 2.4

Expand continuing education opportunities (credit and non-credit, degree and
non-degree, personally- and professionally-oriented) better to meet the needs of
the State's citizens. (Vice President for Academic Affairs)

Result: A four-year productivity history, by department, has been
compiled. In most cases, it demonstrates relatively flat productivity. The
establishment of targets awaits the development of incentive systems that would
encourage departments to participate in enrollment enhancement programming. The
certificate program in non-profit studies was established in 2004; it has very
healthy enrollments. A graduate certificate in financial planning was recently
approved. Proposals for certificate programs in international nongovernmental
organizations and graduate technical education are in development.

Objective 3.1

Result: The JAA has been signed and is in full effect. JAA continues
to be an important element of the enrollment management program at the College.
In 2005-06, responsibility for JAA was shifted to OASIS and growth during
2006-07 has been significant, both in the number of available programs and the
number of participating students.

Objective 3.2

Identify, market, and coordinate several curricula that can be completed
exclusively through evening and/or weekend attendance. (Vice President for
Academic Affairs)

Result: The College now offers several undergraduate majors that can be
completed through late afternoon/evening-only attendance (that is, in classes
beginning after 4:00 p.m.). Participation in this program remains limited, but a
marketing campaign around evening programs that was included in the College's
"Opportunity Awaits" event, begun in 2006-07, aims to heighten public awareness
of its availability. Our demand and internal resource examination study led to a
determination that we should not now initiate weekend-only degree programs due
to inadequate latent demand.

Objective 3.3

Establish an articulated admission/transition program with Mount Pleasant
High School that especially targets the recruitment of minority candidates into
traditionally under-represented disciplines. (Vice President for Academic
Affairs)

Result: Significant progress has been achieved toward designing,
identifying potential funding sources, and implementing this pilot/demonstration
project. Offices and academic departments within Academic Affairs began planning
for a concurrent enrollment program with MPHS in the summer of 2006. The first
12th grade MPHS students will participate in college courses, beginning in the
fall of 2007.

Objective 3.4

Expand initiatives to recruit, enroll, and ensure the success of qualified
students. (Vice President for Academic Affairs)

Result: Undergraduate admissions goals have been established and have
been met in three of the last four years. Student success and retention
continues to be targeted for improvement (even though, in the aggregate, the
College fares well when compared against its group of peer institutions),
because we recognize that improvements have been slight and the retention rate
for minority students is below par when compared to our peer institutions. In
2006-07, the Council of Rhode Island College appointed a special committee to
examine potential improvements in academic advising. Its recommendation to
Council that mandatory advising be reinstituted as a prerequisite for student
course selection was approved by the Council and awaits the President's
consideration.

Graduate-level enrollment remains problematic. Due in large measure to
modifications in teacher licensure requirements in Rhode Island, enrollment of
matriculated graduate students has declined markedly in the past three years.
The College contracted a consultant to provide a graduate student recruitment
workshop for department chairs/faculty, and the various departments are working
with the graduate program directors and deans to consider the development of
marketing plans for each of their respective areas. The Graduate Committee is
also working on ways for graduate programs to share the burden of
marketing/outreach by developing joint publications.

Division of Administration and Finance

Goal 1 - Ensure High Quality Learning Experiences for all Students

Result: The AVP for Finance and the Budget Director assisted in the
development of the proposal to initiate a master's degree program in nursing and
organizational considerations associated with creating a School of Nursing,
which was approved by the Board of Governors in May 2006.

To facilitate decentralized budgeting and long range planning, many
Accounting, Budget, and Management Information Services collaborated to
implement the PeopleSoft Commitment Control module in 2006, which gives
departments' the ability to view their budgets on-line and to control
expenditures against authorized allocations.

The President, VP Administration and Finance, and Budget Director re-invigorated
the Budget Task Force in 2006 and held multiple meetings culminating with the
implementation of the Collaborative Budget Allocation Process in 2007.

Aimed at broadening minority recruitment and employment efforts, the Director
of Affirmative Action and the Director of Human Resources facilitated the
addition of 143 new electronic contacts with institutions of higher education.
The Affirmative Action Office has begun to compile applicant primary source
information allowing better decisions on effective targeting of recruitment
dollars. The primary source tracking since August 2006, gathered data regarding
594 total applicants completing self-identification cards (developed by the
Office of Publishing Services) and 110 applicants via the on-line applicant card
(developed by the Special Assistant to the President for Web Services).

Goal 2 - Underscore the Value of Research and Public Service, Particularly
Emphasizing that Which Contributes to the Improvement of the State's Economic
Base and/or to the Improvement of Rhode Island's Quality of Life Indicators

Result: The AVP for Finance and the accounting staff provided support
to the Office of Research and Grants Administration for post award reporting
purposes. This support included preparations for the annual A-133 audit and
submitting a revised indirect cost rate calculation for research accounting in
2007 to DHHS. Total Sponsored Research awards have increased by 38% over the
last five years. In support of this growth in grant activity, implementation
plans for the PeopleSoft Grants Module were completed in 2006 and implementation
started in 2007.

Result: The AVP for Finance and the Bursar's Office staff provided
support to facilitate timely bill payment. Initiatives during Plan 150 include
communicating with students by emails before cancellation for non-payment. This
has reduced the number of students canceled for non-payment by 50%.

Admissions and Institutional Research began gathering more comprehensive data
on CCRI transfer students for future analysis. Student retention and graduation
data continue to be collected and reported to OHE as well as to various college
constituencies. Variables included in the analysis are SAT scores, high school
rank, ethnicity, gender, financial aid, and the impact of special programs
(Presidential Scholars, Learning Communities and the Advantage Program) on
retention. Some analysis was also done in 2007 year using variables (such as
first generation status) from the 2004 ACE Freshmen data file.

Goal 4 - Provide an Inviting Environment and Well-Organized, Efficient,
High-Quality Services to Students and External Constituents Who Make Use of
College Programs and Facilities

Result:

Facilities

The AVP for Administration, the AVP for Information Services, and the
Director of Facilities and Operations led the renovation and enhancement of many
classrooms, computer laboratories, electronic instruction venues, fire alarm
systems, infrastructure improvements, and scientific laboratories including
those in and around Adams Library, Alger Hall, Clarke Science, Craig-Lee,
Cooperative Day Care, Fogarty Life Science, Gaige Hall, Henry Barnard School,
Horace Mann Hall, Roberts Hall and the School of Social Work. Many of these
projects were funded from asset protection appropriations. Planning for the
Champlin Grant and the impending STEM project could bring 17 additional
technology enhanced facilities on-line over the next four years. STEM projects
are awaiting approval by the State Architectural Services Committee.

Working with contractors, the AVP for Administration, the AVP for Information
Services, and the Director of Facilities and Operations designed improvements,
entertained competitive bids, and awarded the contract for the upgrade of the
Donovan Dining Center loading area and adjacent parking areas to enhance safety
for pedestrians, as well as to improve lighting, signage, and camera
surveillance via the CCTV system. Construction will occur Summer 2007.

The AVP for Administration, the AVP for Information Services, and the
Director of Facilities and Operations led improvements including the
reestablishment of parking lot C and updates to parking lots H, I, J, L, and the
parking lots adjacent to Dorm Lane, the School of Social Work and the Kauffman
Center lot resulting in improved access, camera surveillance, infrastructure,
landscaping, lighting, signage, traffic circulation and visibility, as well as a
net increase of 380 parking spaces.

Between 2004 and 2006, the AVP for Administration obtained for the College
approximately $1,000,000 of grant funding to improve ADA access, which was used
to install automatic door openers, chair lift systems and to modernize restrooms
in various locations in Alger Hall, Horace Mann Hall, and Roberts Hall.

Facilities and Operations collaborated with Security and Safety to establish
signage standards and to improve signage for the Nazarian Center, the East
Campus, and the Main Campus.

The President and the AVP for Administration led collaborations between
Facilities and Operations, Information Services, Office of Residence Life, and
Security and Safety, to design and monitor the construction of the new
$30,000,000 Residence Hall, which is approaching 80% completion.

Although enrollment management strategy has caused the plans for the new
residence hall to dominate, many action items in the 1999 master plan have been
achieved, including completing architectural designs to upgrade Buildings 3 and
7 and surrounding areas have been approved with funding anticipated from General
Obligation Bonds approved by Rhode Island voters. Building 3 will provide two
general purpose classrooms, a new Financial Aid Office and a Café. Building 7
will house the Sherlock Center for Disabilities. Plans for both Building 3 and
Building 7 are being reviewed by the State Fire Marshall and Building
Commissioner.

In support of campus beautification, grants and private funds have been
raised and used to supplement funding for a Campus Tree Calendar conceptualized
by RIC faculty in 2004 and expanded in 2006 with a grant from the Department of
Environmental Management into a "Celebrating the Trees of Rhode Island College"
Tree Tour throughout the Main, East, and West portions of Campus. Working with
the VP for Development and College Relations, the President's Office, Facilities
and Operations, and Publishing Services, the project included a complete
inventory of Rhode Island College trees, the inclusion of campus tree activities
in the curriculum, and culminated with the production of a map indicating
markers (some privately funded) for trees of interest and the printing of a
guide to selected trees which is the first official publication of the College's
2007-2008 celebration of 50 years at the Mt. Pleasant campus.

Partially funded by the Department of Education, Housing and Urban
Development, the Rhode Island Historical Preservation & Heritage Commission, and
an appropriation secured by Rhode Island's Congressional Delegation, the Yellow
Cottage exterior was renovated in 2006. This is the last remaining wooden
structure of the Rhode Island State Home and School. With oversight from The VP
for Development and College Relations and the AVP for Administration,
contractors refurbished the exterior and removed all lead and asbestos. A
historically compatible ADA access ramp was also added. The updated structure
will provide a museum from historical archives of the orphanage and office
spaces. Along with the Yellow Cottage renovation, the main entrance gate to the
O'Rourke Children's Center was restored with private donations to the
Foundation. Supplementary funding was from the College's asset protection
dollars to improve related landscaping and ornamental fence extensions to the
Mount Pleasant Avenue entrance to campus.

Information Technology

To maintain state of the art computer facilities for Rhode Island College
students, User Support Services (USS) staff installed new personal computers in
student laboratories continued on a two year replacement cycle. Replaced desktop
workstations were systematically deployed to faculty and staff. Along with
Audiovisual staff, USS staff completed the database of instructional facilities
and equipment.

Beginning in 2004, USS offered regular training workshops on a range of
topics to faculty and staff, including WebCT, Microsoft Office, as well as
scanning and multimedia applications. Additional one-on-one assistance to
faculty and staff was given on these and other topics. In 2006, USS initiated
on-line video training segments for faculty on the capability and use of
e-classroom facilities. Untimely staff turnover and prolonged vacancies (for
personal and budget reasons) among USS positions have limited but not eliminated
in-house training. Regrettably, the low staffing continues to hamper the unit
from meeting the demand for training.

In 2005, the upgrade of PeopleSoft (Financial Systems) was completed; the
upgrade for the Human Resource/Student Administration was completed in 2006 to
improve business processes for the following offices: Bursar, Financial Aid,
Records, Admissions, OASIS, Health Services, Continuing Education, and
Alumni/Development. In 2006, Accounting, Budget, and Management Information
Services implemented the Budget Commitment Control module adding budget control
parameters, additional budget security functions, and allowing on-line access to
budgets to all departments. In 2007, the Purchasing Department began phased in
implementation of On-Line Purchase Requisitioning, which is now in its second
phase. Development efforts for On-Line Reporting and the Grants Module are also
underway for FY2008 implementation.

In 2005, Information Services upgraded the data network infrastructure, with
core of the network redesigned to function at higher speeds and to incorporate a
layered (tiered) security to provide better protection for servers. The
redesigned network infrastructure allowed the College to implemented wireless
access in and around a number of buildings including Alger Hall, Clarke Science,
Henry Barnard School, the Murray Center Gym, the Social Work "atrium", the
Student Union Ballroom and in 2007 outdoor wireless coverage of the Quad. New
anti-SPAM solutions were implemented to protect the College Community from
unwanted and potentially harmful email.

In 2007, Institutional Research has been working with MIS to define file
structure and data elements to be included in the warehouse. Data schema have
been defined, and the Bio-Demographic, Course Enrollment, Class Offerings,
Student Term, and Academic Plan files have been defined and populated with test
data. The semester Enrollment Report is currently being tested, and work will
begin on the Admissions and Financial Aid files by the end of June 2007.
Programming to create the OHE data warehouse files from these new RIC data
warehouse files is scheduled to begin in Fall 2007.

Other

In 2005, RIC Calendar was implemented to provide a web-based calendaring
system that gives notices of campus events. The project was completed ahead of
schedule and is in widespread use.

In 2006, the President announced the return of the Service Agenda. The first
phase of the Service Agenda included sessions on Sexual Harassment Prevention
Training (SHPT). Chaired by the VP for Administration and Finance, the SHPT
Committee hosted 13 sessions with 251 (27.4%) participants. Additional Service
Agenda sessions focusing on Customer Service have been planned in 2007 for
delivery in FY2008.

Security and Safety established an emergency and general use radio system
that is also used by Facilities and Operations and the Office of Residential
Life and Housing.

The President established a Campus Emergency Response Steering Committee to
be chaired by the Vice President for Administration and Finance. This committee
is charged with reviewing disaster preparedness plans and recommending changes
to the President's Executive Committee.

Goal 5 - Ensure a Continuing Resource-Base that Allows the College to Offer
Excellent Programs at an Affordable Cost

Result:

In 2006, the Reorganization of News and Public Relations, Publishing
Services, and Office Services was announced by the President. In 2007,
Facilities and Operations and all three union Presidents have collaborated on
processes during renovation of the Office Services/Publishing Services spaces in
Craig Lee to address working conditions and to accommodate additional staff
added to the unit in the reorganizations.

Division of Development and College Relations

Goal 4 - Provide an inviting environment and well-organized, efficient,
high-quality services to students and external constituents who make use of
College programs and facilities.

Objective 4.3

Continue campus developments identified in the Master Plan,
especially projects that improve/expand parking and those that improve the
safety/appearance of campus.

Action 4.3.7 Consider establishing a privately generated campus beautification fund
in the Rhode Island College Foundation. This is an ongoing effort. Inquiries are
often made about making a gift that supports campus beautification and the
offices of alumni, development, and the Foundation provide such opportunities.
In the past two months, for example, gifts have been made to support granite
benches, and another gift to purchase an appropriate tree. Two funds of an
endowment to support beautification have been established, including on by the
DeLucia's and one for the Forman Center.

Goal 5 - Ensure a continuing resource-base that allows the College to offer
excellent programs at an affordable cost.

Objective 5.1

Build on the successes of the current Capital Campaign by continuing the
aggressive identification, cultivation, and solicitation of gifts.

Action 5.1.2 Evaluation the current in-house information system… The
Offices of the Foundation, alumni affairs, and development have implemented the
Peoplesoft system, including the donor relations function, alumni data
management system, and financial systems.

Action 5.1.3 Explore combining the News and Public Relations function
with Publications…This has been completed. News and Public Relations now
includes many publications functions. Publications services had been more
narrowly defined, and the publications staff has been relocated to the site of
Office Services for enhanced efficiency. The Web management function reports to
the President, and the entire web has been redesigned with the focus of
providing a consistent image for the College. Ongoing updates carry forward this
plan for consistency in design and content for the Web.

Action 5.1.5 Explore ways to increase the number of applications for
federal and state funds and corporate and foundation support. The offices of
research and grant administration and the offices of development and Foundation
continue to work collaboratively to assist faculty in submitting grants for
support to all sources.

Division of Student Affairs

Objective 3.4

Expand opportunities for minority students to interact with
faculty and staff in ways that will ensure an inclusive campus. (Vice President
for Student Affairs)

1/12/05

Aaron Bruce, Director of the Unity Center, will be the facilitator; other
representatives are being identified; initial group meeting will occur in
February.

5/10/05

Committee constituted and synonymous with EMTG, Minority
Concerns working group. Committee has submitted five recommendations to the
EMTG steering committee.

9/19/05

The EMTG has accepted, reviewed and responded to the
five recommendations. The EMTG will be meeting to move forward within the
context of the responses.

3/27/06

The Unity Center in coordination with the FSEHD
Diversity Committee are in the initial stages of implementing a successful
mentoring program for underrepresented first year students considering
careers in education. Students participating in bi-weekly workshops and
seminars and are provided with additional opportunities to connect with
faculty and peer mentors. Although they are in the initial stages, the
response from student participants has been very positive.

Departmental co-sponsorship of cross multicultural events across campus
continues to increase. Plans for the Second Annual Rhode Island College
Diversity Week October 2-6 are underway.

11/27/06

The Unity Center and the FSEHD Diversity Committee have teamed up to offer a pilot
course titled Advanced Learning and Leadership Initiative for Educational Diversity. The
one(1) credit course is designed to provide a mentoring network for students from
underrepresented groups who are working towards careers in teaching. Thirteen (13)
students are enrolled this semester; two sections will be offered during the spring semester.

The Second Annual Rhode Island College Diversity Week occurred October 2-6 involving
a variety of multicultural events.

5/14/07

Over the past year, the Unity Center along with Youth
Pride RI has facilitated Lesbian, Gay, Bisexual, Transgender, Queer and
Questioning (LGBTQQ) awareness training for faculty and staff throughout
campus. Over 100 members of our community have participated in the LGBTQQ
training which began Spring of 2006 at the annual Student retreat.
Additional workshops will continue in the Fall.

A.L.L.I.E.D.
Advanced Learning and Leadership Initiative for Educational Diversity continues
to be a success. Presently there are 21 students enrolled in the course. An
additional section will be added to during the Fall semester. CURR 150-01,
151-01 - Fall 2006 and Spring 2007 - 1 credit each. The courses meet every other
Wednesday 12:15 - 1:45 - Unity Center.

The Diversity Committee of the FSEHD and the Unity Center have
demonstrated a commitment to increasing the numbers.

Goal 4 - Provide and Inviting Environment and Well-Organized, Efficient,
High-Quality Services to Students and External Constituents Who Make Use of
College Programs and Facilities.

Objective 4.2

Construct an additional residence hall that is designed to meet the needs of
upper-level students. (Vice President for Student Affairs)

Activity Record:

1/12/05

Construction stage expected to commence sometime between November 2005 - April 2006.

9/19/05

It is expected that the project will be out to bid by November 15, 2005. A
building committee is being established.

3/27/06

After extensive value engineering to bring the project within budget, the
contract award to the qualified low bidder for the new residence hall was
accepted by Bacon Construction in March 2006. We expect on-site activity to
begin by April 1. A building committee is being established. Completion is
projected for June 2007. We are pleased and excited.

11/27/06

Visible progress. Construction meetings every Thursday. Completion date
now set for August 10, 2007. Pray for short or no winter.

5/14/07

Completion date now set for August 1, 2007; commence furniture installation and
other shakedown and setup activities. Continuing prayers appreciated. Students
expected to begin moving in around September 1st.